以下文章来源于旅界 ，作者theodore熙少 这些声音像水面冒泡一样，不断冒出来，同行们彼此确认着一个共识：2025，绝对是研学最冷的一 年。 旅界 . 跟踪时代浪潮，讲述文旅商业好故事。 本文来自微信公众号： 旅界 （ID：tourismzonenews） ，作者：theodore熙少，题图来自：视觉中 国 一 上周末，我在旅界的六个500人行业社群里，抛出同一个问题： "有没有做研学的？今年暑期生意怎么样？比去年如何？"并特意@了所有人。 结果，弹出来的不是订单量，而是满屏的吐槽。 "今年太难了"、"北京最惨的一年"、"再也抢不到家长的预算了"、"VIP客户预算都砍了"…… 最早回应我的，是北京一家旅行社负责人小刚。 他没报销售额，也没聊利润，只是只丢下一句话："你看科技馆的门票就知道了。" 一开始我还没反应过来，直到他补了一句："今年整个暑期，中国科学技术馆都不需要抢票，去年可 是抢得头破血流。" | 中国科学技術館 | | | | | | O | | --- | --- | --- | --- | --- | --- | --- | | 普通预约 | | 门票候补 | | | | | | C 郑重声 ...

出品丨虎嗅汽车组 "求大家放过。" 理想i8上市前夕，理想汽车董事长兼CEO李想开通了抖音账号，并在第一条短视频里"恳请大家，听 我讲完"。 作者丨肖漫 头图丨理想官方 整个7月，李想三天两头在微博上互动，一改以往的激烈言论风格，现在的李想和雷军的风格更为接 近，和网友的互动细致到场地的举办、演讲的时长等。 李想的改变是从 MEGA 开始的。 这款纯电车的失利，不仅让李想一度噤声，也让理想汽车重新思考产品战略。受此挫折，后续纯电产 品延迟一年上市，耗费 20 亿元回炉重造。 MEGA是理想成立十年以来为数不多的败仗，在那之前，理想已经两次在增程路线上证明了打造爆 款的实力，但在纯电上却还是0-1的阶段。 理想需要一次纯电上的胜利，证明以往的成功不是因为增程红利。 在此背景下，理想 i8 上场。 它是理想第二款纯电车型，对理想尤为重要，它将证明现阶段的理想是否已经有能力在曾经跌倒的地 方爬起来。 市场会给李想留下足够的窗口期，让他继续他的产品实验吗？ 资本市场目前看上去对此不是太乐观，7月30 日，理想 i8 发布次日，理想汽车美股下跌 6%。 i8 有点太内敛了 而且，前面说的这些能力，或多或少都能在理想以往 ...

以下文章来源于三联生活实验室 ，作者苏北老铁 三联生活实验室 . Never Bored 城市Cool Guy生活样本 本文来自微信公众号： 三联生活实验室 ，作者：苏北老铁，题图来自：AI生成 本文蝉的图片均已打码，放心观看。 曾经的沪签标准，是你必须得熟读法文菜单、拥有lululemon和没有蜜雪冰城的购买记录，如今，想 拿沪签的条件还得再加上一条——熟练掌握捉知了猴的技巧。 这是因为自从入伏以后，上海的蝉，已经可以用泛滥成灾来形容了。"上海已经被蝉攻陷了，随便走 在一棵树下，就会被蝉交配时喷发的体液和尿攻击，上海人已经成了蝉play的一环；晚上要睡觉时， 窗外的蝉鸣震耳欲聋，一整晚被吵得耳膜都在震动。" 图源：Troii 有专家说，这是因为今年是蝉繁衍的大年，之前在地底下蛰伏的、不同品种的蝉们，今年都一同苏醒 了，于是便把上海，爆改成了自己的快乐老家。 就当上海人手足无措之时，殊不知这样的盛况，已经把山东人馋疯了。"对上海人来说，这是蝉灾， 对山东人来说，这就是0元购的高蛋白自助。" 但当蝉在上海泛滥成灾后，大家便哭笑不得了。"可能是上海绿化真的太好，现在上海的森林覆盖率 已经将近五分之一了，路边种的杨 ...

Core Viewpoint - The integration of AI into consumer products is evolving from a technical novelty to a part of daily life, but the journey remains challenging and superficial in many areas [3][8][22]. Group 1: AI in Fast-Moving Consumer Goods (FMCG) - Major FMCG companies are showcasing AI innovations, such as Yili's real-time AI supply chain system and Feihe's AI-driven safety and nutrition enhancements for infant formula [6][5]. - Unilever launched the "AI for Science" platform, which includes six AI models for product development and ingredient selection [6]. - PepsiCo's booth featured humanoid robots that engage with visitors, highlighting the entertainment aspect of AI in consumer interactions [6][8]. Group 2: Smart Glasses and Fashion - The AI glasses segment is gaining popularity, with products shifting towards lightweight and personalized designs to appeal to younger consumers [10][12]. - Alibaba's Quark AI glasses integrate various services, such as navigation and payment, enhancing user convenience [12]. - Despite the excitement, no domestic AI/AR glasses brand has achieved significant market success yet, indicating that the market is still in its infancy [16][22]. Group 3: AI in Sports and Fitness - AI fitness devices, like the "AI personal trainer mirror," are gaining traction, providing real-time feedback on exercise form [19]. - The introduction of consumer-grade exoskeletons, such as the VIATRIX, marks a significant step into the civilian market for AI-assisted physical activities [20]. - The beauty industry is also leveraging AI for personalized skincare solutions, as demonstrated by the AI skin analysis robot [20]. Group 4: AI in Content Creation and Office Efficiency - AI tools are enhancing workplace productivity, with features like automatic video editing and real-time translation [21]. - The "Giant AI Super Intelligent Entity" from Botao Technology is designed to interact with tourists, showcasing the potential of AI in the tourism sector [21]. Group 5: Future of AI in Consumer Experience - The relationship between AI and consumers is evolving beyond mere product purchases to include experiences, emotional value, and engagement [22]. - The 2025 WAIC event highlighted the ongoing transformation of AI from a background technology to a central element in consumer lifestyles [22].

Core Viewpoint - The article discusses the impact of the "0 yuan purchase" promotional campaigns on the tea beverage industry in Shenzhen, highlighting the struggles of summer workers and the operational challenges faced by tea shops during intense competition among delivery platforms [3][4][12]. Group 1: Impact of Subsidy Wars - The subsidy wars initiated by various delivery platforms have led to significant operational challenges for tea shops, with reports of unsold beverages and increased workload for staff [3][4][12]. - Many tea shop employees, particularly summer workers, have left their jobs due to the overwhelming demands and chaotic work environment created by these promotional campaigns [4][12]. - The financial implications for tea shops are severe, as they often receive only 10% to 30% of the subsidies offered to customers, leading to losses despite increased sales volume [16][17]. Group 2: Employee Experiences - Employees report extreme physical strain, with long working hours (often exceeding 9 hours) and a lack of breaks, leading to various health issues such as tendonitis and varicose veins [6][7][12]. - The working conditions are described as chaotic, especially during peak times, with employees feeling overwhelmed by the volume of orders and the pressure from delivery riders [9][19]. - Many summer workers perceive themselves as "cheap labor," with low wages and high turnover rates, as they often leave jobs shortly after starting due to the demanding nature of the work [13][15]. Group 3: Conflicts and Challenges - Conflicts between delivery riders and tea shop employees are common, particularly during busy periods when orders are delayed, leading to heightened tensions and confrontations [19][20]. - The article notes that the operational pressures from the promotional campaigns have created a hostile environment for both employees and riders, with both groups feeling the strain of the competitive landscape [20][21]. - Despite the increase in order volume due to promotions, the actual financial benefits for tea shop employees remain minimal, as their compensation does not reflect the increased workload [17][18].

Core Viewpoint - The podcast industry in China is facing significant challenges despite its potential, with recent leadership changes at major platforms like Xiaoyuzhou indicating instability and the need for a breakthrough in business models [3][4][5]. Group 1: Industry Dynamics - Recent departures of key personnel at Xiaoyuzhou, a leading podcast platform, could significantly impact its future direction, as these individuals were responsible for critical operational, content, and commercialization aspects [3]. - The Chinese podcast market has seen a surge in content creation, with over 10,000 shows launched, yet user engagement remains stagnant, with monthly active users hovering around one million [3][4]. - Despite the challenges, companies like Tencent Music and Bilibili are actively investing in the podcast space, indicating a strong belief in the market's potential [4][5]. Group 2: Audience Insights - According to the 2024 Podcast Industry Report by Ipsos, 78.7% of podcast listeners are aged 18-40, with 81.3% holding a bachelor's degree or higher, primarily from first-tier and new first-tier cities [7]. - The willingness to pay for podcast content is high, with 45.9% of users having purchased paid podcast programs in the past year, and 63.6% showing a high acceptance of advertisements [8][10]. Group 3: Commercial Viability - The podcast industry struggles with a "high cost, low return" environment, making it difficult for creators to fully commit to content production, with nearly 80% of creators working part-time [23]. - The average podcast creator spends 12.9 hours per episode, with significant time dedicated to editing, which further complicates the financial viability of podcasting as a full-time endeavor [22][23]. - Current monetization strategies primarily include ad placements, custom podcasts, listener donations, and paid content, with ad placements being the most accepted model at 72.7% [23]. Group 4: Competitive Landscape - The rise of AI and video podcasts presents both opportunities and challenges for traditional audio podcasts, with platforms like Google and ByteDance introducing AI podcast functionalities [28][31]. - Video podcasts are gaining traction, with platforms like Bilibili and Xiaoyuzhou exploring this format, which has shown significant audience growth and engagement [32][33]. - The integration of video into podcasting could potentially enhance monetization opportunities, as video content has established commercial pathways that audio alone has not yet fully realized [32][33].

Core Viewpoint - The rise and fall of Shi Yongxin, the abbot of Shaolin Temple, reflects the complexities of navigating a legal and institutional vacuum in 1990s China, where personal authority and political maneuvering filled the gaps left by inadequate regulations [1][2][3]. Group 1: Historical Context - In the 1990s, the religious management system in China was loosening, but the legal framework regarding religious sites was lagging, creating a significant institutional vacuum [1][3]. - Shi Yongxin capitalized on this vacuum by establishing a personal authority that relied on political connections and business acumen, creating a de facto independent set of rules for Shaolin Temple [1][4][7]. Group 2: Shi Yongxin's Strategies - Shi Yongxin's approach involved three main strategies: asserting legal rights over the "Shaolin" brand, transforming Shaolin Kung Fu into a marketable product, and establishing a highly centralized organizational structure [9][13][14]. - He initiated legal actions to protect the Shaolin name, successfully winning a landmark case that set a precedent for religious reputation rights in China [12][13]. - By standardizing and commercializing Shaolin Kung Fu through the formation of the Shaolin Warrior Monks troupe, he turned a cultural asset into a profitable venture, showcasing it globally [13][14]. Group 3: Challenges and Conflicts - Shi Yongxin faced significant challenges, including a major crisis in the early 2000s when he pushed for the demolition of surrounding commercial areas to restore the temple's image, leading to local backlash [16][18]. - The ongoing conflict with local authorities over revenue sharing from ticket sales highlighted the tensions between his vision for the temple and the interests of local governance [19][20]. - The attempt to list Shaolin Temple's assets on the stock market posed a fundamental threat to his control, leading to a public debate about the commercialization of religious assets [20][21]. Group 4: Leadership Dynamics - Shi Yongxin's leadership style was characterized by a blend of charismatic authority and a reliance on personal relationships, which created a loyal following but also made the organization vulnerable to internal dissent [24][25]. - His authority was built on a complex mix of traditional, charismatic, and legal authority, which he leveraged to maintain control over the temple and its operations [25][26]. Group 5: Decline and Consequences - The decline of Shi Yongxin's authority began with internal challenges, including allegations of misconduct from former disciples, which undermined the trust essential for his leadership model [27][28]. - The eventual collapse of his authority was not due to a single event but rather a structural failure as the institutional environment changed, rendering his previous strategies ineffective [33][34].

Core Viewpoint - BYD understands the necessity to maintain competitiveness and influence through technology as the market evolves and competition intensifies [1][2]. Group 1: Market Performance - In the first half of the year, BYD achieved total sales of 2.146 million vehicles, a year-on-year increase of 33% [1]. - Passenger vehicle sales grew by 31.5%, while overseas sales surged by 118.2%, and domestic market growth was 18.9% [1]. - The slowdown in domestic market growth is attributed to the scale effect, with BYD's retail share exceeding 15%, and increased competition from rivals [1]. Group 2: Focus on Intelligent Driving - Intelligent driving is identified as a critical area for BYD's future development, with Wang Chuanfu emphasizing its importance for brand elevation and profit enhancement [3]. - The New Technology Institute, responsible for this focus, has expanded its intelligent driving team to over 5,000 engineers, contributing to a total of over 16,000 engineers in the institute [4][20]. Group 3: Safety and Consumer Perception - BYD's core philosophy for intelligent driving is centered on safety, aiming to reduce driving fatigue and traffic accidents [9]. - The company acknowledges the heightened consumer anxiety regarding the safety of new energy products and emphasizes that intelligent driving technology cannot fully replace human driving, especially in complex urban environments [9][10]. Group 4: Technological Development and Data Utilization - BYD is committed to continuous exploration in intelligent driving technology, ensuring that new models must outperform existing ones before being launched [13]. - The focus is on high-quality data collection rather than sheer volume, with efforts to gather data from specific driving scenarios to enhance model capabilities [15]. Group 5: Ecosystem Collaboration - BYD maintains an open collaboration approach with leading algorithm companies while emphasizing the importance of in-house capabilities to guide vehicle design and intelligent processes [17]. - The company is exploring long-term partnerships to ensure clear division of labor and mutual benefits in technology development [17]. Group 6: Resource Allocation and Competition - The New Technology Institute's current size meets the demands for scaling across all product lines, with a balanced distribution of engineers across various teams [20]. - BYD does not support internal competition but focuses on competing with external industry leaders, ensuring that all teams work collaboratively towards common goals [22].

大家早上好！这里是今天的早报，每天早上，我都会在这里跟你聊聊昨夜今晨发生了哪些大事儿。 本 栏目由虎嗅出品。 热点追踪 【李成钢：中美将继续推动已暂停的美方对等关税24%部分以及中方反制措施如期展期】 据央视新闻，中国商务部国际贸易谈判代表兼副部长李成钢29日晚在瑞典斯德哥尔摩说，根据中美新一轮经贸 会谈共识，双方将继续推动已暂停的美方对等关税24%部分以及中方反制措施如期展期。 "双方充分认识到维护一个稳定健康的中美经贸关系的重要性。"李成钢说，会谈中，中美双方就彼此的宏观经 济政策进行了全面深入交流，回顾了日内瓦经贸会谈共识和伦敦框架落实情况，并给予充分肯定。 "中美双方经贸团队将继续保持密切沟通，就经贸议题及时交流，继续推动双边经贸关系稳定健康发展。"李成 钢说。 李成钢还对东道主瑞典为此次会谈提供的便利和支持表示感谢。 【新住持印乐法师已到少林寺，曾任白马寺方丈20年】 据羊城派，7月29日下午，少林寺官方网站发文称，依据《汉传佛教寺院住持任职办法》，经少林寺两序大众 民主评议赞成，并履行有关程序，礼请印乐法师任少林寺住持。 上述消息发布后，少林寺管理处相关工作人员向记者介绍，目前，印乐法师已经到了少 ...

Core Viewpoint - Guizhou Moutai announced a share buyback plan of 3 billion to 6 billion yuan, leading to a significant stock price increase of over 50% within a week, resulting in a market capitalization growth of 770 billion yuan [3]. Group 1: Share Buyback and Market Reaction - The buyback plan is set to be executed within 12 months at a price not exceeding 1795.78 yuan, corresponding to a market value of 2.2555 trillion yuan [3]. - Following the announcement, Moutai's stock price surged from 1224.48 yuan to 1844.44 yuan, marking a 50% increase [3]. - By June 2025, Moutai had repurchased 338 million shares, accounting for 0.27% of the total share capital, which slightly increased the earnings per share from 68.64 yuan to 68.83 yuan [3]. Group 2: Direct Sales Strategy - Moutai's direct sales ratio has remained above 40% for three consecutive years, which has helped stabilize prices and improve profitability [6][10]. - The gross profit margin for direct sales is significantly higher than that of wholesale agents, with 2024 figures showing 95.33% for direct sales compared to 89.42% for agents [7]. - The direct sales model allows Moutai to better understand market demand and optimize product structure, thereby enhancing profitability [8]. Group 3: Series Liquor Performance - The proportion of series liquor sales has fluctuated around 11% from 2018 to 2020, but increased to 20% by Q2 2024 [19][20]. - Moutai 1935 has become a significant product, achieving annual sales of 24.68 billion yuan, with Moutai 1935 accounting for about half of that [22]. - Despite recent growth in series liquor sales, the new management appears more conservative compared to previous leadership, focusing on stability rather than aggressive expansion [23]. Group 4: Pricing Strategies - Moutai has employed both direct price increases and indirect methods through increasing direct sales ratios to raise effective selling prices [25][26]. - The actual factory price of Moutai liquor has risen from 820 yuan in 2017 to 1480 yuan in 2024, reflecting a strategic shift in pricing [29]. - The current management is cautious about raising nominal prices, indicating limited room for future price increases [29]. Group 5: Production Capacity and Inventory - Moutai's production capacity for base liquor has increased significantly, with base liquor capacity rising from 3.74 million tons in 2018 to 4.46 million tons in 2024 [30]. - The utilization rate of base liquor capacity has averaged 129% from 2018 to 2024, indicating that Moutai is operating near its production limits [32]. - As of the end of 2024, Moutai holds a base liquor inventory of 292,000 tons, which could potentially produce 500 million bottles of Moutai liquor, valued at approximately 580 billion yuan [40]. Group 6: Industry Challenges - The Chinese liquor industry is facing a decline in demand, with production dropping from a peak of 13.58 million kiloliters in 2016 to only 4.145 million kiloliters in 2024 [43]. - The market is experiencing polarization, with low-end products being cleared out while mid-to-high-end segments see increased market share [44]. - Moutai's high price-to-earnings ratio (50 times) and low dividend yield (less than 4%) raise concerns about its ability to deliver returns to investors in a shrinking market [43][48].